Non-family management in family businesses

The practical guide „External Management in Family Businesses – Identifying Opportunities, Avoiding Pitfalls“(2026), authored by Michael M. Meier, Prof. Dr Tom A. Rüsen and Dr Katja Portz, examines the specific challenges and opportunities involved in integrating senior managers from outside the family into family businesses. The publication was produced in collaboration between the WIFU Foundation and Egon Zehnder and is aimed at both entrepreneurial families and external executives.

The central theme of this guide is the transformation of the so-called „mental model“ within the entrepreneurial family, in particular the transition from a family actively involved in day-to-day operations to one that is an active owner family. The authors analyse the structural, emotional and cultural prerequisites necessary to establish non-family leadership on a sustainable basis. This is complemented by a description of four basic types of non-family managers, as well as specific recommendations on governance development, succession planning and the design of onboarding processes.

Drawing on practical case studies, structural tools such as the governance triangle, and well-founded recommendations for defining a professional job profile, this guide provides insights into the strategic integration of non-family executives. The aim is to foster productive synergy between corporate culture, family values and professional excellence in order to safeguard the long-term viability of family-run businesses.